Reference no: EM131904359

GROUP EXERCISE: Bangkok Blowup-A Role-Playing Exercise

Objectives: 1. To further your ability to diagnose the causes of an interpersonal conflict.

2. To give you a firsthand opportunity to try to resolve a relationship conflict. Introduction This is a role-playing exercise intended to develop your ability to diagnose and solve an interpersonal conflict. There is no single best way to resolve the conflict in this exercise. One style might work for one person, while another gets the job done for someone else.

Instructions Read the following short case, "Can Larry Fit In?" Pair up with someone else and decide which of you will play the role of Larry and which will play the role of Melissa, the office manager. Pick up the action from where the case leaves off. Try to be realistic and true to the characters in the case. The manager is primarily responsible for resolving this conflict situation. Whoever plays Larry should resist any unreasonable requests or demands and cooperate with any personally workable solution. Note: To conserve time, try to resolve this situation in less than 15 minutes.

CAN LARRY FIT IN? You're Melissa, Office Manager You are the manager of an auditing team sent to Bangkok, Thailand, to represent a major international accounting firm headquartered in New York. You and Larry, one of your auditors, were sent to Bangkok to set up an auditing operation. Larry is about seven years older than you and has five more years' seniority in the firm. Your relationship has become very strained since you were recently designated as the office manager. You feel you were given the promotion because you have established an excellent working relationship with the Thai staff as well as a broad range of international clients. In contrast, Larry has told other members of the staff that your promotion simply reflects the firm's heavy emphasis on affirmative action. He has tried to isolate you from the all-male accounting staff by focusing discussions on sports, local night spots, and so forth. You are sitting in your office reading some complicated new reporting procedures that have just arrived from the home office. Your concentration is suddenly interrupted by a loud knock on your door. Without waiting for an invitation to enter, Larry bursts into your office. He is obviously very upset, and it is not difficult for you to surmise why he is in such a nasty mood.

You recently posted the audit assignments for the coming month, and you scheduled Larry for a job you knew he wouldn't like. Larry is one of your senior auditors, and the company norm is that they get the choice assignments. This particular job will require him to spend two weeks away from Bangkok in a remote town, working with a company whose records are notoriously messy. Unfortunately, you have had to assign several of these less-desirable audits to Larry recently because you are short of personnel. But that's not the only reason. You have received several complaints from the junior staff (all Thais) recently that Larry treats them in a condescending manner. They feel he is always looking for an opportunity to boss them around, as if he were their supervisor instead of an experienced, supportive mentor. As a result, your whole operation works more smoothly when you can send Larry out of town on a solo project for several days. It keeps him from coming into your office and telling you how to do your job, and the morale of the rest of the auditing staff is significantly higher. Larry slams the door behind him and proceeds to express his anger over this assignment. You're Larry, Senior Auditor Why is Melissa deliberately trying to undermine your status in the office? She knows that the company norm is that senior auditors get the better jobs.

It's unwritten policy! You've paid your dues, and now you expect to be treated with respect. And this isn't the first time this has happened. Since she was made the office manager, she has tried to keep you out of the office as much as possible. It's as if she doesn't want her rival for leadership of the office around. When you were asked to go to Bangkok, you assumed that you would be made the office manager because of your seniority in the firm. It's obvious that the reason management picked Melissa was political, another example of reverse discrimination against white males. In staff meetings, Melissa has talked about the need to be sensitive to the feelings of the office staff as well as the clients in this multicultural setting. "Where does she come off preaching about sensitivity! What about my feelings, for heaven's sake?" you wonder. This is nothing more than a straightforward power play. She is probably feeling insecure about being the only female accountant in the office and being promoted over someone with more experience. "Sending me out of town," you decide, "is a clear case of ‘out of sight, out of mind." Well, it's not going to happen that easily. You are not going to roll over and let her treat you unfairly. It's time for a showdown. If she doesn't agree to change this assignment and apologize for the way she's been treating you, you're going to register a formal complaint with her boss in the New York office. You are prepared to submit your resignation if the situation doesn't improve.

Questions for Discussion

1. What are the causes of the conflict between Melissa and Larry?

2. What can be done to reduce the conflict?

3. Now that you have heard how others handled the conflict, what do you think is the optimum way to handle this situation?